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In a recent segmentation study we conducted supporting a new oncology launch brand, we made what some might call a “non-traditional” recommendation: interview the sales force.
This wasn't the company's first rodeo: they've been a leader in oncology for decades, and we figured their reps would serve as a major insight reservoir. And we didn't just ask to casually chat 3-4 top reps, we sought deliberate, focused conversations with an array of reps at different levels, especially those with long-term category experience and long-term experience with the company. They were choicefully selected.
Why did we go through this extensive process? Because in our experience in marketing research and strategy in biopharma, we’ve found that the sales organization is one of the most powerful -- and often under-leveraged -- resource for understanding market realities and developing resources that are used by the field and that actually work.
Field teams live the brand every day. They fight to get in front of doctors and other decision-makers; navigate customer questions and objections; address access barriers; and sense competitor movement before the CI reports catch up. They also have deep institutional knowledge and memory -- what worked in the past, what didn’t, and how segmentation and other marketing initiatives have played out in the field. Yet all too often, they’re left out of strategic research conversations, their insights presumed to have already been “heard.” That’s a miss.
What we learned from these interviews was invaluable. Sales team members gave us extensive context around how past segmentation initiatives were deployed - where they worked, and where they stumbled. Frontline reps shared candid feedback on whether the segments identified through marketing research were actually recognizable and actionable in the field, and whether the language and logic used would resonate with customers.
As part of our initiative, this feedback loop helped us refine our segmentation deliverables, but more importantly, it laid a foundation for successful implementation. When sales reps see themselves in the insights -- when the research reflects their experience and gives them usable, relevant tools -- they become powerful advocates for execution. They feel seen. They get on board. And they sell better. Many explicitly stated that they appreciated the opportunity to participate in our research and felt more included as a result of the exercise.
Similarly, when developing or refining an interactive visual aid, the rep’s perspective is invaluable. Are they working through the iPad detail start to finish, or skipping around? Are the interactive elements enhancing the story or distracting from it? Do the analytics reflect genuine usage -- or checkbox behavior? These are questions only field teams can answer with credibility, and only if we ask them in a way that feels safe, confidential, and structured.
When reps participate in research as partners, not just as recipients of home office tools, we gain richer insights and increase the likelihood of adoption. It’s also a no-cost resource. Sales reps don’t need an honorarium; they need to be respected, listened to, and assured their candor won’t come back to bite them. It’s also important to recognize that while sales reps are generally eager to contribute, their time is limited. We’ve found that focused, confidential interviews, moderated by someone with a strong understanding of field realities, yield the most actionable input without being overly disruptive.
We’ve made it a practice to engage the field early and integrally, particularly when working on segmentation, messaging frameworks, IVA testing or inputs to a competitive simulation. And not just the reps, but district managers, MSLs, and field reimbursement specialists.
If your company has an existing business in the category, your sales team is already interfacing with customers daily. They’re your fastest path to understanding where your marketing ideas will hit -- or miss. We’ve consistently seen that when field insights are incorporated early, the end result is more grounded, more usable, and more likely to be adopted. Sales teams recognize their fingerprints in the final product, and that builds confidence, alignment, and pull-through.
To be clear, we don’t see rep feedback as a replacement for customer insights or rigorous secondary data analysis. Rather, it’s a complementary input, one that helps connect strategy with execution. In complex, fast-moving markets, that bridge can make all the difference.
So next time you're planning a segmentation study, a message test, or the rollout of a new IVA, consider making space for a few focused, professionally-moderated conversations with the sales organization. In our experience, it’s an investment that pays dividends in both insight and impact.
